Abstract
The coordination required to successfully implement supply chain initiatives suggest that supply chain management change processes may possess some unique characteristics. Yet, empirical studies are scarce to support this logic. Using an empirical design and data obtained from managers, and drawing largely from Lewin's change process conceptualization, this study compares the process of supply chain management change to non‐supply chain management change. Further investigation into monitoring and control of supply chain management change is advised.
Full Text 
Sign-in/Register to access full text options
Sign-in/Register to access full text options 
Published version (
Free)
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
